This multicountry study empirically explores the institutional determinants of macro-level entrepreneurship. Findings suggest that a society's normative, cultural-cognitive, and regulative institutions are related to entrepreneurial activity. Normative and cultural-cognitive institutions' descriptive power in explaining entrepreneurial activity is higher than regulative institutions' or per capita gross domestic product. This suggests that differences in values, beliefs, and abilities may play a greater role than purely economic considerations of opportunity and transaction costs. Specific attention is given to opportunity-and necessitymotivated entrepreneurship due to their relationship to economic development.

We explore the contextual factors surrounding reputation damage and their potential implications for reputation repair. We propose a model that examines how (1) the multidimensional property of reputation, (2) organizational age, (3) the diversity of market segments served by the organization, and (4) third parties influence a firm's perceived capability to cope with a reputation-damaging event and the external visibility of the event, which, in turn, determine the difficulty of the firm's reputationrepairing activities.

When introducing a new technology that changes the core processes of an organization, such as an e-health initiative, it is important that the structural design and culture of the organization is aligned with the predominant national culture in which the organization is embedded. When a harmonious alignment is achieved, speedy and effective organizational learning can occur. This, in turn, promotes effective utilization of the new technology. The cultural dimension of uncertainty avoidance provides guidance on the type of organizational culture and structure to establish. Our research in five countries supports the believe that in national cultures in which high uncertainty avoidance is predominant, such as France, a highly mechanistic organization is favored; in cultures in which a low uncertainty avoidance dominates, such as the USA, a more organic organizational form should increase the probability of success in promoting effective organizational learning and thereby successfully implementing an ehealth strategic intent. The ProblemOrganizational culture is recognized as a key component of knowledge management and organizational learning [36]. However, organizational culture is significantly influenced by national culture [49]. Further, for organizational culture to function effectively as a managerial control mechanism, the organizational culture and the formal organizational structure must be harmoniously interrelated [90]. Thus, the structure and culture of an organization must be aligned with the demands and predispositions of the environment in which the organizations operates [57]; noting that a significant aspect of that environment is the national culture in which the organization is embedded [49].Modern health care organizations are confronted with a steady stream of new clinical e-health technologies. Many of these technologies have significantly enhanced the quality of clinical practice, and some of these technologies have also offered the potential of increasing access and/or reducing the overall societal costs of healthcare [22] [2]. Early evidence suggests great difficulty in the implementing some of these new technological advances in the U.S.A. [18]. Telemedicine is a good example of this problem. Bashshur [22] discusses how the second generation of telemedicine has the requisite technology, but faces such uncertainties as lack of long-term sustainability plans, lack of mature programs that can be the basis of definitive cost-benefit analyses, and limited acceptance of telemedicine by health providers and health administrators. Originally conceived as a two-way video conference between a primary care provider and patient at one end, and a specialist at the other end, telemedicine has evolved into a clinical information technology sub-system in which multi-media email and web-based applications as well as real-time consultation transfer of precise and detailed clinical patient information between health-care providers, and sometime between the patients as well. This result holds the potential fo...

Entrepreneurship is viewed as an important driver of economic development. Scholars have differentiated two dimensions of entrepreneurship: (1) opportunistic entrepreneurship driven primarily by the recognition of opportunity arising from an innovative idea and, (2) necessity entrepreneurship driven primarily by the belief that one's own business offers the likelihood of the highest utility. Both opportunistic and necessity entrepreneurship contribute to economic development. However, cultural norms of comfort with uncertainty may impact these two dimensions of entrepreneurship differentially. Therefore, in order to maximize economic development through entrepreneurial activities, differential national policy and managerial approaches may be advised across diverse nation states.